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Impact Examples

Wide-Gap Win — 2x Points On The NASA 1,000 Point Scale

New Entrant To Adjacent Market Upsetting Multiple Franchises

New Entrant To Adjacent Market Upsetting Multiple Franchises

TDRSS Ground Station

 $642M Space Network (SN) Ground Segment Sustainment (SGSS) awarded to our client without discussion, upsetting franchise prime contractors with this wide-gap win, at 2x the points as the 2nd-place (LM) and 3rd-place (NG) teams on 1,000-point NASA scale.


We impacted strategy development & implementation beyond our roles of Sr. Executive Advisor, Proposal Manager, Technical and Management Volume Leads.

New Entrant To Adjacent Market Upsetting Multiple Franchises

New Entrant To Adjacent Market Upsetting Multiple Franchises

New Entrant To Adjacent Market Upsetting Multiple Franchises

Ground Mobility Vehicle 1.1

 $562M Ground Mobility Vehicle (GMV) 1.1  adjacent market win awarded to  client as a new entrant into a mature field - upset franchises, withstanding multiple protests, and leading to additional opportunities and international customers.


We impacted strategy development & implementation beyond our roles of Sr. Executive Advisor, Proposal Manager, Volume Lead, and Proposal Production. 

New Entrant To Adjacent Market Upsetting Worldwide Leader

New Entrant To Adjacent Market Upsetting Multiple Franchises

New Entrant To Adjacent Market Upsetting Worldwide Leader

Range Radar Replacement Program (RRRP)

 $385M Range Radar Replacement Program (RRRP) adjacent market win for client as a new entrant into a mature field, upsetting the worldwide leader in instrumentation radars, and withstanding protest.


We impacted strategy development & implementation beyond our roles of Sr. Executive Advisor, Proposal Manager, Volume Lead, Integrated Master Plan (IMP) Integrated Master Schedule (IMS), and domain SME.

Cornering The Market

Cornering The Market

Cornering The Market

Despite acquisition strategy and an RFP-defined split buy, the Global Positioning Satellite (GPS) Receivers (GPSR) proposal was so overwhelmingly compelling that the Client was awarded all GPSR sets, cornering the high-precision space-borne GPSR market.


 We impacted strategy development & implementation beyond the roles of Proposal Manager, Volume Leads, and Production.

Setting The Standard

Cornering The Market

Cornering The Market

Digital Modular Radio (DMR) became the 1st production software-defined radio (SDR) and the 1st SDR to become a communications standard for the US Navy. 700 DMRs later, it continues to incorporate new waveforms such as MUOS.


We impacted strategy development & implementation beyond the roles of Sr. Executive Advisor and Proposal Manager.

The Enterprise

Cornering The Market

The Enterprise

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90-Minute Documentary Video plus Challenge Problem plus 5 Volumes— In 3 Successive Roles —

Contrasting "Best Practices" Status Quo—Improve Competitiveness 1.0, Then Improve Efficiency 2.0

Contrasting "Best Practices" Status Quo—Improve Competitiveness 1.0, Then Improve Efficiency 2.0

 Our Titan was requested to step-in as Proposal Manager amid company divestiture, merger, and turnover of 40+ capture/proposal personnel including the Capture Manager.


Developed 3 Types of Deliverables:


1. Challenge Problem: Team prepared Agile/DevOps capability for customer software stack, delivered mission thread 7 days after RFP, revised mission thread in response to customer's mission perturbation.


2. A 90-Minute Video: Team prepared a documentary of the Challenge Problem.


3. Five (5) Proposal Volumes: Team prepared Executive Summary, Technical, Cost/Price, Past Performance, and Contract Volumes.


1 Titan Performed 3 Successive Roles:


1. Proposal Manager: Stabilized team, then helped re-establish employee PM by handing-back PM reigns to take on next critical role as Technical Volume Lead (TVL).


2. TVL: Mentored Solution Architect into TVL role, replacing himself to become an Author.


3. Author: Author of Executive Summary and contributor to Agile/DevOps, Use Case, Transition Plan.

Contrasting "Best Practices" Status Quo—Improve Competitiveness 1.0, Then Improve Efficiency 2.0

Contrasting "Best Practices" Status Quo—Improve Competitiveness 1.0, Then Improve Efficiency 2.0

Contrasting "Best Practices" Status Quo—Improve Competitiveness 1.0, Then Improve Efficiency 2.0

In 2016, we were requested to improve the competitiveness of proposals for an $9B municipal services provider. We worked with key client leaders and the distributed workforce to achieve common understanding of the specific market dynamics. We applied our Atlas Framework approach to develop a highly-competitive, small, easily-tailorable (templated) proposal, and trained-the-trainers using Atlas Forge on-the-job-mentoring.


In 2017, we were asked to return to develop a larger proposal version consisting of 30 modules. 


The  client team was ecstatic. The VP Municipal Sales wrote "our return on the initial investment has been significant [more than doubled our win rates]…”. 


In 2020, having grown to a $10B corporation, our client requested Atlas improve the efficiency of developing proposals, while maintaining the competitiveness previously established. The project was a smashing success!


These projects stand in stark contrast to widely-used best practices (which are table stakes and ubiquitous). We continued to maintain the high competitiveness level previously established while increasing efficiency and employee satisfaction.

Adding More Interesting And Relevant Examples Of Our Impact

Contrasting "Best Practices" Status Quo—Improve Competitiveness 1.0, Then Improve Efficiency 2.0

Adding More Interesting And Relevant Examples Of Our Impact

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